Process Improvement in Public Library Systems: Innovation, Lean

and Knowledge Management Perspective

Lee StewartSunday B. Owolabi

2

Agenda Introduction Background Problem Statement Methodology Lean Management Future Work References

3

Introduction Provincial Information and Library Resources

Board (PILRB) is a crown corporation

Founded in 1935

96 public libraries throughout the province◦ St. John’s 3◦ Eastern 29◦ Central 33◦ Western 31 (including 6 in Labrador)

4

Background Lines of Business

◦ Information Access

◦ Information Lending

◦ Life-long Learning

5

Budget

2004-5 2005-6 2006-7 2007-8 2008-9 2009-10 2010-11 2011-12 2012-13 2013-14 $-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$9,

350,

000

$9,

390,

000

$9,

500,

000

$10

,900

,000

$11

,640

,000

$12

,100

,000

$12

,700

,000

$12

,300

,000

$12

,400

,000

$10

,879

,504

Budget

Budget

6

Interlibrary Loans

2004-5 2005-6 2006-7 2007-8 2008-9 2009-10 2010-11 2011-12 2012-13 2013-140

20000

40000

60000

80000

100000

120000

140000

160000

4758653277

58836

71502

8206886229

103256

136576

98080 100501

Interlibrary Loans

7

A process where information relating to library materials is entered into a database according to standardized rules and practices

Cataloguing and processing done in Stephenville, NL

Cataloguing

8

2004-5 2005-6 2006-7 2007-8 2008-9 2009-10 2010-11 2011-12 2012-13 2013-140

10000

20000

30000

40000

50000

60000

70000

4530740582

5818750322

5033352932

41825

4768645306

21667

5781660391

46561 48078

5097454874 61913

5889548881

36189

Items Recieved vs. Items Catalogued

Material Catalogued Material Received

Year

Num

ber

of It

ems

Cataloguing

52% decrease?

9

Includes the stamping, repairing, covering and labeling of library materials

Includes new and donated material

Processing

10

Processing

2004-5 2005-6 2006-7 2007-8 2008-9 2009-10 2010-11 2011-12 2012-13 2013-140

10000

20000

30000

40000

50000

60000

70000

80000

90000

100000

66457 67982

57377

7249866461

76000

86192

58774 5807651403

57816 60391

46561 48078 5097454874

6191358895

48881

36189

Items Processes vs. Items Received

Items Processed Materials Received

Years

Num

ber

of It

ems

Bottleneck!

11

In view of budget cuts:

Streamline the cataloguing and processing processes

Standardize the facility layout to optimize space utilization and

Minimize “muda”(waste) in library operations

Problem Statement

12

Lean Management

Innovation

Knowledge Management

Methodology

13

Identifies the VALUE in any process Identifies all other process activities that

do not contribute to creating value while consuming time and/or resources – WASTE

Focuses on elimination of WASTE

Lean Management

14

Value Stream Mapping Pareto Diagram Flow Chart Cause and Effect (Ishikawa) diagrams 5 Whys 5S-Sort, Straighten, Shine, Standardize, Sustain

Lean Management Tools

15

"A value stream map (VSM) is a specific tool in Lean used to evaluate all the processes within a workflow that are currently required to bring a product and/or service from customer request to delivery” Customer defines value Defined relating to time, cost and quality Needs people experienced in the process

Value Stream Mapping

16

Value Stream Mapping

17

According to authors Martin and Osterling, the current value stream map is a “visual storyboard that shows how the work currently gets done.”

The benefit of mapping the current state is to get “an understanding of how work is actually being performed in today’s environment” as opposed to how a process could or should be accomplished.

Current State VSM

18

Current State VSM- Interlibrary Loans

Data to gather about the current-state process?◦Processing times◦Lead times◦Batch sizes◦Flow rates ◦Customer expectations◦Percentage Complete and Accurate◦Cost

19

Value Stream Mapping

20

Pareto Diagram

Funding Cataloguing Space constraints Interlibrary loans exceeds 5days

0

2

4

6

8

10

12

0%

20%

40%

60%

80%

100%

120%

30%

58%

82%

100%

Category Total

Funding 10Cataloguing 9Space constraints 8Interlibrary loans exceeds 5days 6Other

21

Flowchart - CataloguingSearch Horizon

BibliograhicRecord? Add to Existing

RecordSearchBookware

Bibliographic

Record? Download & Edit

Create Manual Record

yes

no

yesno

Place Item on Cart

Recheck Record

RecordCorrec

t?Fix Record no

Put on Typing Shelves

22

Flowchart - ProcessingUnpack Boxes Check Against Purchase OrderAttach Barcodes

Scan

Type Spine Labels

Print Allocation Codes on Books

Put on Shelf

Stamp

Bring Items to Mailroom and Shelve

Place on Shelvesfor Cataloguers

Attach Spine Labels with Paperclip

Attach Spine Labels and PocketsScan

Process streamlining

Waste reduction

Layout

Knowledge Management

Innovation

23

Future Work

24

Layout

To this

From this

25

Provincial Information and Library Resources Board. (2015). Annual Report 2004-05,2005-06,2007-08,….,2014-15. Retrieved from http://www.nlpl.ca/home/reports-plans.html

ConceptDraw. (n.d.). Value system Mapping: Sample 3 – Quality Lean Management. Retrieved from http://www.conceptdraw.com/samples/quality-VSM

Martin, K., & Osterling, M. (2013). Metrics-Based Process Mapping. Boca Raton, FL: CRC Press

Hanken, T. (2011). Using lean to teach the technical services value stream: an online continuing education course. [PowerPoint Slides]. Retrieved from

https:www.york.ac.uk/media/abouttheuniversity/supportservices/informationdirectorate/documents/northumbriapresentations/HankenTNorthumbria.ppt

References

26

27

• Streamlining

28

Tacito Cognitive (mental models)o Technical (concrete know-how)

Explicito Articulated, codified, and communicated in symbolic

form and/or natural language (owner’s manual) Individual Collective (created and inherent in the group)

Knowledge Management Taxonomy

29

Creating Storing Transferring Applying

Knowledge Processes

30

To make knowledge visible and show the role of knowledge in an organization.

To develop a knowledge-intensive by encouraging and aggregating behaviours such as knowledge sharing and proactively seeking and offering knowledge.

To build knowledge infrastructure-not only a technical system, but a web of connections among people given space, time, tools, and encouragement to interact and collaborate.

Knowledge Management Goals